In this study, we examined the relationship between transformational leadership, employee engagement and employee performance. Furthermore the mediating effect of psychological ownership in the dimensions of self-efficacy, belongingness, self-identity and accountability are studied in the relationship of these variables with employee performance. The empirical findings of data, collected through questionnaires from sample of 270 employees and managers of telecom companies indicated significant relationship between transformational leadership, employee engagement practices and employee performance. Results also supported the mediation of psychological ownership in relationship of these variables. Managerial implications and future research directions are discussed. Key words: Transformational leadership, employee engagement, employee performance, psychological ownership.

Lately, organizations are giving attention to enhancing employee resilience due to turbulent economic times caused by lockdowns in the last couple of years. This explanatory research proposes and tests the mediating role of employee resilience to link task challenge and employee performance during the COVID-19 pandemic in government schools of Oman using the broaden-and-build theory. An explanatory research design was used for this empirical study. An Arabic-translated questionnaire version was designed to collect primary data online during the lockdown using simple random sampling. We used the Preacher and Hayes macro to analyze moderated mediation using cross-sectional data and analyzed 441 responses. The findings confirm the mediation roles of employee resilience and moderating roles of digitalization during unusual circumstances. The study has implications for the school administrators, Omani policymakers and schooling staff of the Middle Eastern educational industry.

Green Human Resource Management (GHRM) has emerged as a critical study area, particularly because of its implications for employee well-being and citizenship behavior. This research aims to unravel the intricate relationships between GHRM practices, employee motivation, sustainability, well-being, and citizenship behavior within the hotel industry. Employing Ability–Motivation–Opportunity (AMO) theory as a foundational framework, a comprehensive model is developed and tested with data collected from four hundred ten hotel employees. Utilizing a cross-sectional methodology and employing the Structural Equation Modeling (SEM) technique for hypothesis testing, this study reveals a substantial positive impact of GHRM on employee motivation, sustainability, well-being, and citizenship behavior. The findings of this research carry significant practical implications for the hotel industry, urging investment in GHRM practices. The investment can enhance employees’ understanding of the hotel’s green management initiatives, fostering motivation and encouraging proactive involvement in environmental protection and resource conservation. This study emphasizes the need for the hotel industry within the hospitality sector to prioritize the adoption of green HRM, highlighting its potential to elevate employee engagement and contribute to the sustainability of environmentally conscious practices. Furthermore, this paper recommends that the hotel industry reinforce sustainable practices among its workforce through training initiatives and environmental awareness seminars.

This paper addresses the effect of office harassment on the quality of work life of employees while job stress and organizational commitment were tested as mediators. Results suggested that organizational commitment mediated the relation between office harassment and quality of work life while job stress did not mediate the relationship. Furthermore, analysis confirmed that there existed an inverse relationship between office harassment and quality of work life. In the future, researchers could conduct the study across sectors as well as those sectors where women work under traditional roles settings. Key words: Office harassment, generalized workplace harassment, gender harassment, quality of work life.